Team Management

Team ManagementLEADERSHIP

Team ManagementLEADERSHIP

9 Chapters

9 ChaptersChapter 1 : How We Got HereChapter 2 : The Anatomy of a Game Developmnet CompanyChapter 3 : How Leaders Are Chosen, Are Supported, Perform, and WhyChapter 4 : A Litmus Test for LeadsChapter 5 : Leadership Types and TraitsChapter 6 : The Project Team Leader : Roles and ResponsibilitiesChapter 7 : The Departement Leader : Roles and ResponsibilitiesChapter 8 : Difficult Employees, Underperformers, and Bad LeadsChapter 9 : The Effects of Great Team Leadership

Chapter 1How We Got Here

Industri yang tumbuhsangat cepat

Art - Programming - Company

GDC 2001GDC Art Directors/Lead Artists Round Table

‘‘How does your company select leads?What are your criteria?’’

Career Path Management Issues

The Cost of Poor Leadership

Chapter 2The Anatomy of a Game Development Company

Small Company OrganizationOverview

Strengths of the Model

very light management loadProduction Focused

dynamiccost effective

adaptableCommunity

Communication

Weakness of the Model

‘‘family’’ levelunprofessional practicesPotential Bottleneck

WARNING!WARNING!WARNING!WARNING!WARNING!

Things to consider at this stage:

bikin handbook buat krubikin jadwal review kru

daftar role and responsibilityminta masukan soal fitur studio

rencana pertumbuhanbiasakan meeting berjadwal

Chapter 3How Leaders Are Chosen, Are Supported, Perform, and Why

goalnya menemukan orang yg tepatdan mencocokan dia dengan role di perusahaan

The Ideal and the Real

The IDEAL

production cycle >> yg perform bagus di produksi >> dimentori >>ditawari naek jadi lead/sub lead >> ngerjain beberapa project >> ditawari mau ke management atau di produksi

The Real

CASE STUDY

Wrong Person, Wrong Rolemantan manager di perusahaan entertainment

Right Person, Wrong Rolemultihat, founder syndrome

The Best Available at The Moment Failure to Provide Support

There Is No ‘‘I’’ in Delegateini elu Be

A Tale of Two LeadsAnak lama dan Anak baru

Lessons Learned

Tidak bisa menjabarkan tanggung jawab sebagai lead

Jika ada penjabaran yang jelas maka akan lebih mudahuntuk mendapatkan calon lead dari dalam

dan juga menjadi filter yang baik jika mencari dari luar

Chapter 4A Litmus Test for Leads

The Traits, Practices,and Motivation of the Ideal Lead

THE TRAITS

The Cheerleader-GeneralAccountabilityCommunication

PRACTICES

Building Soft SkillsThe ability to talk and listen effectively

Empathy, awareness, and observationSelf-awarenessSelf-confidence

Cooperation and the ability to resolve conflictsOutgoing personality

Model the Behavior You Want

Formal and Informal Trainingfor Soft-Skill Development

Build Your Ideal Leader: An Exercise

please choose :eight most important personal traits

andtwo most important professional skills

PERSONAL TRAITS- Honest- Intelligent- Wise- Has a sense of humor- Outgoing- Persistent- Passionate about the product- Compassionate- Decisive- Generous- Consistent- Responsible

- Trustworthy- Ambitious- Humble- Spirited, upbeat- Calm under pressure- Is a good mentor- Patient- Logical- Fair/equitable- Ethical- Is a consensus builder- Charismatic

Professional TRAITS

Prior game-production experience

Prior game-management experience

Familiarity with current game-production practices

Adept at office politics

Great speaking and writing skills

Expertise with project-planning tools and concepts

Why Do Leaders Want to Lead?wrong answer vs right answer

Chapter 5Leadership Types and Traits

Leadership:- Presents and champions a vision to a team- Is people-focused- Inspires team members to perform to the best of their abilities- Defines an ultimate goal

Management:- Turns vision into reality- Is project-focused- Makes it possible for the team to work at maximum efficiency including scheduling, performing reviews, and tracking efforts

- Develops strategies to accomplish goals

Leadership StylesDirective.The goal of the directive style is immediate compliance. This style is best employed in crisis situations.It is considered a negative motivation style.

Visionary.The visionary-style leader mobilizes people toward a goal.This style is best employed in situations where a change of vision or clear direction is required.It is considered a positive motivation style.

Affiliative.The affiliative-style leader promotes team harmony and focuses on conflict resolution.This style is best employed to heal divisions within a team, especially during stressful points in projects.It is considered a positive motivation style.

Leadership StylesParticipative. The leader involves the team in decision making and fosters commitment through team participation. This style is best employed to promote an emotional commitment by highly valuable team members.It is considered a positive motivation style.

Pacesetting. The pacesetting-style leader personally demonstrates excellence and expects others,through self-direction, to meet the modeled expectations.This style is best employed in shorter-term projects with staff who need little guidance with respect to quality or pace.It is considered a negative motivation style.

Coaching.The leadership style focuses on mentorship and on the long-term career development of team members.This style is best employed in long-term projects. It is considered a positive motivation style.

Control Versus Influence

Chapter 6The Project Team Leader: Roles and Responsibilities

Chapter 7The Department Leader: Roles and Responsibilities

Skip ya~

Chapter 8Difficult Employees,Underperformers, andBad Leads

BLAMERS

Cynics, Complainersand Surly Folks

Bad Leadskerja semaunya sendiri

kelakuan gak baikminta ganti posisi

Resolving DisputesBefore They Enter the Fistfight Stage

Work-related disputesvs

Personal disputes

Gather information

Sampaikan pada Masing- Masing pihak

Kumpulkan kedua pihak

Follow up

Chapter 9The Effects of Great Team Leadership

A Foundation of Trust

Increased Retention

Improved External Perception

Greater Company and Team Morale

More-Capable and Supportive Teams

Healthier Employees

Improved Succession Outcomes

Demikian~

terimakasih ^^